I remember this...

A correction - It wasn't from an "executive", it was from a teacher. His name was Jules. He was well-known around the company for being very negative. There wasn't a day when he didn't find something to complain about. This email was just an extension of his attitude from Day 1 in WSE.

About the actual email - If Jules here would've actually studied the Speaking Center lessons in depth, he'd have actually found much of the "non-synchronized" stuff he claimed wasn't there. I was an FT at the time he sent the email. I saw it. I opened the Excel file. I investigated what he said. His little Excel sheet he sent about how language not being covered was actually wildly inaccurate. The language might not have been stressed, but it was covered.

Secondly, Jules is a perfect example of an employee who didn't bother to learn how "The Method" works. The WSE Method isn't dependent on synchronization. In fact, it would be counter productive to do it completely. Students get bored with the "same ol' grind". The curriculum format intentionally changes, repeats, synchronizes, and then un-snychronizes (your welcome for the new word!). Additionally, perfect curriculum synchronization would lead to less accurate language acquisition assessment in encounters. Some target language covered in the Speaking Center isn't covered until two encounters later. Why would we always do it immediately? So the student can brain-dump it after class? Great idea, Jules (not)!

Thirdly, he complains that an ASD doesn't do anything about it. Guess what? That's not his job. His job is, simply put, to ensure that students' contracts are getting serviced. He isn't a curriculum developer. He's got more important things to do than cry like a little girl with a skinned-knee about curriculum minutia. The guy has 10 centers to help run.

In summation, what happened was a generally negative person with little knowledge of the big picture looked for something to complain about and (surprise!) predictably he found it. And the only people that cared were like-minded, knowledgeable people. And company was wildly successful for not listening to him.